The Effect of
Leadership, Non-Physical Environment and Motivation on Employee
Performance
Haris Hi Abd Salam1,
Herry Krisnandi2, Kumba Digdowiseiso3*
Faculty
of Economics and Business, National University, Indonesia1,2,3
Email: haris.salam@gmail.com1,
[email protected]2, [email protected]3*
INTRODUCTION
The fundamental problem of various management and leadership concepts
is productivity. Performance refers to employee work performance measured based
on standards or criteria set by the organization. Management to achieve very
high employee performance, especially in improving overall organizational
performance
According to Wahjosumidjo (1999: 79) if a leader has intelligence,
responsibility, health and has a mature nature, flexibility in social
relations, self-motivation and encouragement of achievement and behavior in
relation to humanitarian work. On the contrary, in modern social reality,
charismatic leaders are also known, especially in the social and political
fields. Then according to Edwin B (2000: 101) that charismatic leaders have
loyalty and responsibility and support from their followers. The function of
the leader is more to share consultation, guidance, motivation and share advice
in order to achieve goals. According to Siswanto Sastrohadiwiryo (2003: 120)
many aspects that can affect employee performance include learning and
training, work discipline, compensation, organizational climate, career path
system, motivation, leadership.
Thus causing reduced employee performance due to minimal employee
motivation in handling work and supported by a less nuanced work environment so
that employee work cannot be resolved as planned. Minimal work motivation can
affect employee performance that is not optimal (Siagian, 2003)
Where the work environment is a material and psychological state
contained in the organization. Therefore, the organization must provide an
adequate work environment such as a physical environment (comfortable office
layout, clean environment, good air exchange,
color, sufficient lighting or melodious music), and non-physical
environment (employee working atmosphere, employee welfare, places of worship,
relationships between employees and leadership). A good work environment can
support the implementation of work so that employees have enthusiasm for work
and improve employee performance. To create high performance, it is necessary
to increase maximum work and be able to utilize the ability of Human Resources
owned by employees to create organizational goals, so that it will make a
positive contribution to organizational growth. Therefore, it is necessary for
the organization to listen to various factors that can affect employee
motivation, in this case it is necessary to have an organizational role in
increasing motivation and producing a conducive work environment in order to 3
encourage the creation of professional attitudes and actions in completing work
in accordance with their respective fields and responsibilities. Human
resources play a role in managing and using resources and materials so that
they become products. Therefore, to improve performance, it is necessary to pay
attention so that human resources can work effectively and show performance
that can contribute to.
The government is required to be able to maximize human resources and
how human resources are processed. Human resource management is inseparable
from the factors of employees who are desired to perform as well as possible in
order to achieve the goals of government organizations. Employees are the main
assets of the organization and have a strategic role in the organization is as
a thinker, planner, and controller of organizational activities. For the sake
of achieving organizational goals, employees need motivation to work more
enthusiastically. Seeing the importance of employees in the organization,
employees need more serious attention to the tasks carried out so that
organizational goals are achieved.
With high work motivation, employees will work harder in doing their
work. Conversely, with low work motivation, employees do not have enthusiasm to
work, give up easily, and have difficulty in completing their work. Employees
lack clear information as to whether their work has a positive impact on the
beneficiaries of the groups or individuals the organization serves (Blau &
Scott, 1962; Katz & Kahn, 1966). The significance of tasks is often
uncertain in organizations for the first few reasons, employees in
organizations often encounter prejudice, which can limit them from feeling that
they have achieved goals (Scott & Pandey, 2005) and make them doubt whether
their mission is possible 1 2 (Weick, 1984).
Second, employees often receive only minimal, direct feedback on how
their actions affect beneficiaries, which may leave them unsure whether or not
their mission is accomplished. In addition to work motivation factors, the work
environment where these employees work is no less important in improving
employee performance.
Employee performance is the result of work achieved by a person in
carrying out the tasks assigned to him. Employee performance includes the
quality and quantity of output and reliability in work. Employees can work
well, if they have high performance so that they can produce excellent work.
With the high performance of employees, it is expected that organizational
goals can be achieved. Conversely, organizational goals are difficult or even
unattainable if employees work not having good performance so that they cannot
produce very good work.
From the results of the study, it can be seen that the quality of
employees of the Ministry of Religious Affairs is said to be optimal. This also
explains that there are some performances that have not been carried out
properly with this human resources (employees) have not had good performance,
and leadership factors from 2016 to 2018 have increased by 5% and in 2019 to
2020 have decreased to 7% Leadership greatly affects work performance.
Based on the description above regarding problems that affect employee
performance, the researcher intends to take the title of research on the
Influence of Leadership, Work Environment and Motivation on the Performance of
Employees of the Ministry of Religious Affairs of North Maluku.
METHODS
This study adopts
an analytical survey method with a cross-sectional design, aiming to explore
the health phenomenon of Ministry of Religious Affairs employees in certain
locations. The object of research is Employee Performance at the Ministry of
Religious Affairs of North Maluku Province. Data was obtained through a
questionnaire with a Likert scale filled out by 106 civil servants, selected by
random sampling technique. The research instrument includes independent
variables (Leadership, Work Environment, Motivation) and dependent variables
(Employee Performance). The research plan involves the stages of preparing
proposals, proposal seminars, data collection, processing data reports, to
preparing final reports/theses, with a schedule of April to July 2022. Primary
data obtained through questionnaires are measured by validity and reliability
techniques, showing valid and consistent results. Data analysis involves
descriptive, inferential, and multiple linear regression methods. In addition,
classical assumption tests will be performed to ensure data quality. The
hypothesis test uses the F test (simultaneous) and the t test (partial) to
evaluate the effect of the independent variable on the dependent variable.
RESULTS
Multiple Liner Regression Analysis
This analysis was carried out using SPSS with multiple linear
regression analysis tests to determine the relationship between each variable.
The following are the results of statistical tests on research variables.
Classical Assumption Test
Data
Normality Test
Table 1. One-Sample Kolmogorov-Smirnov Test
Unstandardized
Residual
|
N |
|
84 |
|
Normal
Parametersa,b |
Mean |
.0000000 |
|
|
Std. Deviation |
3.19936048 |
|
Most Extreme
Differences |
Absolute |
.067 |
|
|
Positive |
.067 |
|
|
Negative |
-.056 |
|
Test Statistics |
|
.067 |
|
Asymp. Sig.
(2-tailed) |
|
.200c,d |
|
Source: SPSS 25
Processing |
|
|
Based on Table 1. The results of the data normality test obtained a
significance value of 0.200, where significant (Sig) > a = 0.05 so that it
can be stated that the data is normally distributed.
Multicollinearity Test
Collinearity Statistics
Type Tolerance VIF
1 (Constant)
Leadership .634 1.578
Work Environment .715 1.399
Motivation .760 1.315
Source: SPSS 25
Processing
Based on Table 5.10 the results of the multicollinearity test data
obtained a VIF significance value of leadership of 1,578, non-physical work
environment of 1,399 and motivation of 1,315, where the VIF value of each
variable < 10. It is known that the tolerance value of leadership is 0.634,
the non-physical work environment is 0.715 and motivation is 0.760, where the
tolerance value of each variable > 0.1. From these results it can be
concluded that multicollinearity does not occur.
Heteroscedasticity Test
Figure 1.
Heteroscedasticity Test
Based on Figure 1. The results of the Heteroscedasticity test found
that heteroscedasticity did not occur, it can be seen in the picture where the
sticks do not gather in one place and form a pattern.
Test
F (Difference in the mean or middle value of a data)
ANOVA
|
Type |
|
Sum of Squares |
Df |
Mean Square |
F |
Sig. |
|
1 |
Regression |
611.979 |
3 |
203.993 |
19.209 |
.000b |
|
Residuals |
849.580 |
80 |
10.620 |
|
|
|
|
Total |
1461.560 |
83 |
|
|
|
Source: SPSS 25
Processing
Based on Table 5.11 the results of the Anova test obtained the
significance value for the influence of leadership, non-physical work
environment and motivation simultaneously on employee performance is 0.000 <
0.05 and the F value is calculated at 19,209 > F table 2,717, so it can be
concluded that there is an influence between leadership, non-physical work
environment and motivation on employee performance.
T Test (Influence Between Variables)
Table 4. Influence Between
Variables
Coeffisients
Unstandardized
C
|
Type |
B |
Std. Error |
Beta |
|
T |
Sig. |
|
1 (Constant) |
15.484 |
3.307 |
|
|
4.682 |
.000 |
|
Leadership |
.228 |
.077 |
|
.319 |
2.979 |
.004 |
|
Work Environment |
.153 |
.074 |
|
.209 |
2.071 |
.042 |
|
Motivation |
.239 |
.083 |
|
.280 |
2.863 |
.005 |
Source: SPSS 25
Processin
Based on Table 5.12 statistical test results, the significance value of
leadership is 0.004 < 0.05 and T count is 2.979 > T table (1.990) so that
it can be concluded that there is an influence between leadership on employee
performance From the statistical results, the significance value of the
non-physical work environment is 0.042 < 0.05 and T is calculated at 2.863
> T table (1.990) so that it can be concluded that there is an influence
between non-physical work environments on employee performance.
From the statistical results, the motivational significance value is
0.005 < 0.05 and the calculated T is 2.071 > the table (1.990) so that it
can be concluded that there is an influence between motivation and employee
performance.
Discussion
The Influence of
Leadership on Employee Performance
Based on the results of statistical tests conducted on 84 respondents,
a leadership significance value of 0.004 < 0.05 was obtained and a T count
of 2,979 > T table (1,990) so that it can be concluded that there is an
influence between leadership on employee performance.
Factors that affect performance according to Sedarmayanti in Henifah
(2019) consist of leadership factors, personal factors including motivation,
discipline, leadership and skills, system factors and situational factors or
work environment (Henifah, 2019). According to Tead in Astuti (2019),
leadership is an activity to influence people so that they want to work
together to achieve the desired goals. Wibowo stated that leadership is
essentially the ability of individuals by using the power to influence, motivate,
and support efforts that allow others to contribute to the achievement of
organizational goals (Astuti and Iverizkinawati, 2018).
Robbins & Judge in Hasibuan (2018) define leadership as the ability
to influence a group towards achieving a vision or set of goals. In other
words, leaders can emerge from within the group as well as by official
appointments. Organizations need strong leadership and strong management to
optimize effectiveness (Hasibuan and
Bahri, 2018). Good employee performance will directly affect the
performance of the organization or agency and to improve employee performance
is certainly a job that takes time and a long process. In addition to improving
supervision and coaching, an assessment of the level of performance success
that has been carried out by employees is also carried out through the role of
capable leaders leading the agency (Wahyudi, Marantika and Yusup, 2022).
This research is in accordance with the
research of Fitriani and Sudarwadi (2018), namely the results of the analysis
for leadership have a significant influence on performance, because the
calculated value of 3,147>ttable is 2,039. The magnitude of leadership
influence on performance is 0.305 or 30.5%. This means that the better the
leadership at Bank Syariah Bumi Artha Sampang Kebumen, the better the
performance of employees at Bank Syariah Bumi Artha Sampang Kebumen (Fitriani
and Sudarwadi, 2018).
According to the researchers' assumption, an organization that has good
leadership will improve employee performance, because of a leadership that can
influence, motivate, and support employees in improving their performance so
that they can achieve the vision or set of organizational goals. With strong
leadership and strong management, it can optimize performance effectiveness and
create a strong organization.
The Effect of Non-Physical Work Environment on Employee Performance
From the statistical results conducted on 84 respondents, the
significance value of the non-physical work environment was obtained at 0.005
< 0.05 and T calculated at 2,863 > T table (1,990) so that it can be
concluded that there is an influence between the non-physical work environment
on employee performance.
The work environment is everything that is around the worker, which can
affect a worker in carrying out the tasks given. Basically, environmental
understanding is related to elements that exist around the company that have a
direct or indirect impact on the company (Fitriani and Sudarwadi, 2018).
Agencies must be able to pay attention to the conditions that exist in the
organization both inside and outside the workplace, so that employees can work
smoothly and feel safe (Wahyudi, Marantika and Yusup, 2022).
Non-physical work environments are all conditions that occur related to
work relationships, both relationships with superiors and relationships with
subordinates fellow colleagues, or relationships with subordinates. This
non-physical work environment is no less important than the physical work
environment. Employee morale is strongly influenced by the state of the
non-physical work environment, for example relationships with fellow employees
and with their leaders. If an employee's relationship with other employees and
with leaders goes very well, it will be able to make employees feel more
comfortable in their work environment. That way employee morale will increase
and performance will also increase (Muhraweni, Rasyid and Gunawan, 2017).
This is in accordance with research conducted by Presilawati, et al
(2022) regarding the influence of the non-physical work environment on employee
performance variables (Y) it can be partially known that the calculated t value
(7.547) from the table t value (2.011) the calculated t value > the table t
value, then the decision is that H0 is rejected and accepts Ha. So it is
concluded that there is an influence and significant between the non-physical
work environment on employee performance at the Beutong Health Center, Nagan
Raya Aceh Regency., meaning that policies on non-physical work environment
variables will affect employee performance at the Beutong Health Center, Nagan
Raya Aceh Regency (Presilawati, Amin and Fahmi, 2022).
According to the researcher's
assumption, the non-physical work environment affects performance because it is
related to work relationships, both with superiors, subordinates, and
colleagues. If there is a problem in the work relationship it will cause
feelings of discomfort, unease, worry, unfocus and not excited so that this can
affect performance. Therefore, a good environment can encourage employees to be
more enthusiastic at work.
The Effect of Motivation on Employee Performance
From the statistical results conducted on 84 respondents, the
motivational significance value was obtained at 0.042 < 0.05 and T
calculated at 2.071 > T table (1.990) so that it can be concluded that there
is an influence between motivation and employee performance.
Motivation is the driving force from within to carry out activities to
achieve goals. According to Sardiman in Henifah (2019), motivation is a change
in energy in a person characterized by the emergence of feelings and preceded
by responses to goals (Henifah, 2019).
Motivation according to Kondalkar in Hasibuan (2018) is defined as a
burning spirit caused by needs, desires that drive individuals to exert
physical and mental energy to achieve desired goals. Kanfer explains that
motivation is a hypothetical construct that cannot be seen or felt. However, we
can observe effects that indicate different levels of motivation of people.
Motivation can also determine the form, direction, intensity, and duration of
work-related behavior. The form of behavior refers to the type of activity an
employee will choose to engage in at work (Hasibuan and Bahri, 2018). Hasibuan
in Kurniawan, et al (2019) explained the motivation to question how to direct
the power and potential of subordinates, so that they want to work together
productively to achieve and realize predetermined goals. The importance of
motivation because motivation is what causes, channels and supports human
behavior, in order to work hard and enthusiastically achieve optimal results.
Organizations not only expect employees to be capable, capable, and skilled,
but most importantly they are willing to work hard and want to achieve maximum
performance (Kurniawan and Yani, 2019).
This is in accordance with the research of Kurniawan and Yani (2019)
where based on the results of testing the motivation hypothesis shows a
calculated t value of 2.556 with a significance level of 0.017. The t value of
the table is obtained with df; n-k-1 (30-4-1=25) and two-sided test (2-tiled),
obtained t table 2.059, because the value of t calculated > t table (2.556
> 2.059) thus it can be stated that the hypothesis is accepted which means
that motivation has a positive and significant influence on the performance of
Bangka Tengah Regency Land Office employees (Kurniawan and Yani, 2019).
According to the researcher's assumption, motivation has an influence
on employee performance because employees will work earnestly if they have high
motivation. If he has a positive motivation, he will show interest, have
attention, and want to participate in a task or activity in accordance with
that opinion. The motivation of employees will also have a positive impact
where employees will be more excited and happy in carrying out their duties.
CONCLUSION
Based on the results of the
study, it can be concluded that most respondents stated employee performance,
leadership, non-physical work environment, and motivation with a good level.
The results of multiple linear regression analysis show a positive and significant
influence between leadership, non-physical work environment, and motivation on
employee performance. In particular, the results of the frequency descriptive
test showed that about half of the respondents gave favorable ratings to each
variable, while others gave less favorable ratings. There is a tendency that
high levels of motivation are positively correlated with good employee
performance. In addition, leadership and non-physical work environments also
contribute positively to employee performance. Therefore, this study reveals
the importance of paying attention to aspects of leadership, work environment,
and motivation as factors that can improve employee performance in the Ministry
of Religious Affairs of North Maluku Province.
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Copyright holder: Haris Hi Abd
Salam, Herry Krisnandi, Kumba Digdowiseiso (2024) |
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First publication rights: International Journal of Social Service and
Research (IJSSR) |
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